Competency: Teaching
| Level | Courses | Videos |
| Phase 1 | Teaching Techniques: Classroom Management | Teaching others how to do a task |
| Teaching with Technology | Teach others how to think critically | |
| Teaching Techniques: Blended Learning | Teaching philosophy | |
| Teaching Complex Topics | Teach students critical thinking skills | |
| Teaching Techniques: Writing Effective Learning Objectives | Manage team resources | |
| Teaching Techniques: Project-Based Learning | Managing team conflict | |
| Teaching Techniques: Creating Effective Learning Assessments | Manage team legal issues | |
| Managing Teams | Managing difficult personalities on your team | |
| Management: Top Tips | Manage people | |
| Managing in Difficult Times | Managing a younger employee | |
| Managing Employee Performance Problems | Facilitating meetings | |
| Managing Up | Effective meeting rules | |
| Leading Productive Meetings | Running the meeting | |
| Managing Meetings | Meeting minutes or action items | |
| Leading Productive One-on-One Meetings | Preparing for the meeting | |
| Creating a Meeting Agenda | What is a skip-level meeting? | |
| Meeting Facilitation | Prepare for the meeting | |
| Holding Skip-Level Meetings | Top tips for self-awareness success | |
| Developing Self-Awareness | Impression, impact, and self-awareness | |
| Developing a Learning Mindset | Using branding and self-awareness to enhance your culture | |
| Developing Executive Presence | Being self-aware | |
| Building Self-Confidence | Seek feedback to boost self-awareness | |
| Influencing Others | Increase self-awareness | |
| Leadership Foundations | Building self-awareness as a manager | |
| Leadership: Practical Skills | Influence and lead others | |
| Leading without Formal Authority | Building influence | |
| Using influence | ||
| Influence without authority | ||
| How to use influence to get what you need | ||
| Accelerate your influence | ||
| Understanding how influence works | ||
| Phase 2 | Developing Self-Awareness | Top tips for self-awareness success |
| Bill George on Self Awareness, Authenticity, and Leadership | Impression, impact, and self-awareness | |
| Teaching Techniques: Classroom Management | Using branding and self-awareness to enhance your culture | |
| Learning How to Increase Learner Engagement | Being self-aware | |
| Teaching with Technology | Seek feedback to boost self-awareness | |
| Learning to Teach Online | Increase self-awareness | |
| Teaching Techniques: Blended Learning | Building self-awareness as a manager | |
| PowerPoint for Teachers: Creating Interactive Lessons | Strategically self-aware | |
| Leading Effectively | Teaching others how to do a task | |
| Leading with Vision | Teach others how to think critically | |
| Leading Your Team Through Change | Teaching philosophy | |
| Lead Like a Boss | Teach students critical thinking skills | |
| Leading and Working in Teams | Knowledge management | |
| Focus on Your Skills | Knowledge management skills | |
| Teaching Technical Skills Through Video | How to manage and share knowledge across borders | |
| Project Management: Technical Projects | Manage Project Knowledge | |
| Influencing Others | Six tips for supervisors and managers | |
| Managing Meetings | Leading as an introvert | |
| Leading Productive Meetings | Leading by example | |
| Creating a Meeting Agenda | Leading with vision and values | |
| Meeting Facilitation | When are you leading? | |
| Leading Productive One-on-One Meetings | Building new skills | |
| Engaging interpersonal skills | ||
| Common Meeting Problems | Recognizing your skills | |
| Skills for learning | ||
| Skill of a design thinking leader | ||
| Technical and software skills | ||
| Influence without authority | ||
| Influencing during difficult times | ||
| Leading through influence | ||
| Influence and negotiate to get the people you want | ||
| Interview senior leaders and key influencers | ||
| Create thought leaders and influencers | ||
| Managing the meeting | ||
| When you run meetings | ||
| Closing the meeting | ||
| Preparing for the meeting | ||
| Leading effective meetings | ||
| Four types of meetings | ||
| What is a skip-level meeting? | ||
| Effective meeting rules | ||
| Phase 3 | Teaching Techniques: Project-Based Learning | Teaching others how to do a task |
| Teaching Online: Synchronous Classes | Teach others how to think critically | |
| Teaching Techniques: Writing Effective Learning Objectives | Teaching philosophy | |
| Core Strategies for Teaching in Higher Ed | Teach students critical thinking skills | |
| Teaching Techniques: Creating Effective Learning Assessments | Developing a learning mentality | |
| Teaching Techniques: Creating Multimedia Learning | Digital learning and development | |
| Flipping the Classroom | Developing a learning objective | |
| Teaching Techniques: Making Accessible Learning | Training and development for your team | |
| Bass: Teach Yourself | Employee training and development | |
| What They Don't Teach You at Harvard Business School (Blinkist Summary) | Developing employees | |
| Teaching Techniques: Classroom Management | Developing employees through training and career development | |
| Redefining PowerPoint in the College Classroom | Understanding team development stages | |
| Educational Technology for Student Success | Developing each team member | |
| Social Media in the Classroom | Six tips for supervisors and managers | |
| Teacher Tips | Leading as an introvert | |
| Developing a Learning Mindset | Leading by example | |
| Learning Agility | Leading with vision and values | |
| Coaching and Developing Employees | When are you leading? | |
| Developing Your Team Members | Leading and motivating the team to achieve | |
| Leading Effectively | ||
| Leading with Vision | ||
| Leading Your Team Through Change | ||
| Lead Like a Boss | ||
| Leading and Working in Teams | ||
| Phase 4/5 | Coaching for Results | Driving team performance |
| Coaching and Developing Employees | Coaching | |
| Building a Coaching Culture: Improving Performance Through Timely Feedback | What is coaching? | |
| Ram Charan on Coaching High Potentials | Coaching and development | |
| Project Management Foundations: Quality | How to coach a low performer | |
| Quality Standards in Customer Service [2016] | Coaching for improved performance | |
| Quality Management Foundations | Coaching for brilliant performance | |
| Ebook Quality Assurance | Tips for Coaching Low Performers | |
| Teaching with Technology | Coach and develop high performers | |
| Teaching Techniques: Blended Learning | Challenges to coaching high performers | |
| Teaching Complex Topics | Performing quality assurance | |
| Teaching Techniques: Writing Effective Learning Objectives | Manufacturing and quality assurance | |
| Teaching Techniques: Project-Based Learning | Quality tools and methodologies | |
| Being a Good Mentee | What is quality assurance? | |
| Mentoring Others | Defining quality | |
| Developing a Mentoring Program | Manage Quality | |
| Evaluating new opportunities | ||
| Generate opportunities | ||
| Determine the size of the opportunity | ||
| 40 new opportunities | ||
| Prioritizing networking opportunities | ||
| Finding upsell opportunities | ||
| Identify the problem or opportunity | ||
| Create collaboration opportunities | ||
| Criteria for an opportunity | ||
| Generating new opportunities | ||
| Teaching others how to do a task | ||
| Teach others how to think critically | ||
| Teaching philosophy | ||
| Teach students critical thinking skills | ||
| Encouragement | ||
| Encourage personal excellence | ||
| Encouraging your coworkers | ||
| Encourage participation | ||
| Encourage mentoring relationships | ||
| Encourage curiosity and creativity | ||
| Encourage boomerang employees | ||
| Mentors | ||
| Finding a mentor | ||
| Mentors in your network | ||
| Researching mentors and networks | ||
| Finding an internal and external mentor | ||
| Finding your own mentor | ||
| Becoming an intentional mentor |
Competency: Public engagement
| Level | Courses | Videos |
| Phase 1 | Customer Service: Creating Customer Value | Business value |
| Employee Engagement | The importance of providing value | |
| Motivating and Engaging Employees | Customer lifetime value | |
| Influencing Others | The value of advice | |
| Time value of money | ||
| Trading things of value | ||
| Grow: Increase your value per hour | ||
| Value of creative work | ||
| Building company values | ||
| The importance of values | ||
| Engaging your audience | ||
| Understanding communications channels and audience engagement | ||
| The four employee engagement factors | ||
| What an employee needs to be engaged | ||
| Assessing employee engagement | ||
| Engaging employees and customers | ||
| Influence and lead others | ||
| Measuring influencer marketing | ||
| Building influence | ||
| Using influence | ||
| Influence without authority | ||
| How to use influence to get what you need | ||
| Accelerate your influence | ||
| Understanding how influence works | ||
| Creating your influence plan | ||
| Evaluating new opportunities | ||
| Generate opportunities | ||
| Determine the size of the opportunity | ||
| 40 new opportunities | ||
| Prioritizing networking opportunities | ||
| Finding upsell opportunities | ||
| Identify the problem or opportunity | ||
| Create collaboration opportunities | ||
| Phase 2 | Employee Engagement | Prioritizing networking opportunities |
| Motivating and Engaging Employees | Finding upsell opportunities | |
| Managing Project Benefits | Identify the problem or opportunity | |
| Business Analysis: Business Benefits Realization | Create collaboration opportunities | |
| Criteria for an opportunity | ||
| Generating new opportunities | ||
| Identifying a good opportunity | ||
| Defining employee engagement | ||
| Engage employees | ||
| The four employee engagement factors | ||
| Engaging employees with company culture | ||
| Assessing employee engagement | ||
| What an employee needs to be engaged | ||
| Onboarding to engage employees | ||
| Cultivate employee engagement | ||
| Build goodwill with your peers | ||
| Setting up a support system | ||
| Supporting | ||
| Five benefits of collaboration | ||
| Employee benefits and fringe benefits | ||
| What is benefits management? | ||
| What are benefits? | ||
| Benefits identification | ||
| The benefits of pursuing a certification | ||
| Benefits management | ||
| Benefits programs | ||
| Phase 3 | Creating Personal Connections | Evaluating new opportunities |
| Professional Networking | Generate opportunities | |
| Employee Engagement | Determine the size of the opportunity | |
| Motivating and Engaging Employees | 40 new opportunities | |
| Leading Projects | Prioritizing networking opportunities | |
| Project Management: Iterative Methods | Finding upsell opportunities | |
| Project Management Simplified | Identify the problem or opportunity | |
| Create collaboration opportunities | ||
| Criteria for an opportunity | ||
| Generating new opportunities | ||
| Identifying a good opportunity | ||
| Create connections with people | ||
| How to use comments to connect to people online | ||
| Always be connecting | ||
| Another way to start a connection | ||
| The power of connections | ||
| Connect your colleagues | ||
| Building your professional network | ||
| Build a network | ||
| Building your network | ||
| #6: Build and tend your network | ||
| Professional networks made easy | ||
| Engaging employees with company culture | ||
| Assessing employee engagement | ||
| What an employee needs to be engaged | ||
| Onboarding to engage employees | ||
| Cultivate employee engagement | ||
| Setting up a project to track earned value | ||
| Setting up the basic project | ||
| Setting up tasks for project initiation and releases | ||
| How to create a project charter | ||
| Project management basics | ||
| Manage project scope | ||
| Funds | ||
| Funding your startup | ||
| Investment funds: Index funds | ||
| Finding funding opportunities | ||
| How much funding does your business need? | ||
| Find funding for your project | ||
| Taking initiative | ||
| How to initiate a project | ||
| Take ownership of problems | ||
| Initiatives | ||
| Comparing and prioritizing initiatives | ||
| Phase 4/5 | Employee Engagement | Defining employee engagement |
| Motivating and Engaging Employees | Engage employees | |
| Positioning Your Product or Service | The four employee engagement factors | |
| Strategic Planning Foundations | Engaging employees with company culture | |
| Business Development: Strategic Planning | Assessing employee engagement | |
| What an employee needs to be engaged | ||
| Onboarding to engage employees | ||
| Cultivate employee engagement | ||
| Communicate to improve employee engagement | ||
| Build goodwill with your peers | ||
| Setting up a support system | ||
| Supporting | ||
| Developing a project plan | ||
| An overview of project planning | ||
| Create project plans | ||
| Develop Project Management Plan | ||
| Plan project | ||
| Execute the project plan | ||
| Plan the project approach | ||
| Funding your startup | ||
| Investment funds: Index funds | ||
| Finding funding opportunities | ||
| How much funding does your business need? | ||
| Find funding for your project | ||
| Seven ways to increase self-discipline | ||
| Discipline an employee | ||
| Employee discipline | ||
| Document discipline | ||
| The four disciplines | ||
| A culture of self-discipline | ||
| Choose praise over discipline | ||
| How design disciplines must evolve |
Competency: Enterprise
| Level | Courses | Videos |
| Phase 1 | Pitching Your Ideas Strategically | Share your ideas and get noticed |
| Creativity: Generate Ideas in Greater Quantity and Quality | Share your ideas | |
| Ideas that Resonate | Sharing ideas prior to filing a patent | |
| Getting Your Ideas Approved | Evaluating ideas | |
| Business Innovation Foundations | Pitch your idea | |
| Jeff Dyer on Innovation | Selling your ideas | |
| Become an Entrepreneur Inside a Company | When you pitch ideas | |
| Leading with Innovation | Brainstorming and collecting ideas | |
| Service Innovation | Evaluating new opportunities | |
| Entrepreneurship Foundations | Generate opportunities | |
| Entrepreneurship: Bootstrapping Your Business | Determine the size of the opportunity | |
| Entrepreneurship: Finding and Testing Your Business Idea | 40 new opportunities | |
| Process Improvement Foundations | Prioritizing networking opportunities | |
| Developing a Learning Mindset | Finding upsell opportunities | |
| Organizational Learning and Development | Identify the problem or opportunity | |
| Measuring Learning Effectiveness | Create collaboration opportunities | |
| Learning Design Thinking: Lead Change in Your Organization | Criteria for an opportunity | |
| Building Business Relationships | Generating new opportunities | |
| Innovation | ||
| What is innovation? | ||
| Differentiating ideation and innovation | ||
| What is business model innovation? | ||
| On innovation as part of your business | ||
| On innovation as a skill | ||
| The start of an idea | ||
| Process improvement | ||
| Improving process efficiency | ||
| Improving a process | ||
| Flowcharts for designing the improved process | ||
| Continuous improvement | ||
| Developing continuous learning processes | ||
| Promote continuous learning and growth | ||
| The critical need for continuous learning | ||
| Business relationship management | ||
| Establishing and maintaining business relationships | ||
| Building business relationships online | ||
| The lifecycle of a business development relationship | ||
| Storytelling for relationship-building in business | ||
| Phase 2 | Motivating and Engaging Employees | Motivating and engaging others |
| Be a Better Manager by Motivating Your Team | Motivating yourself | |
| Entrepreneurship: Finding and Testing Your Business Idea | 20 motivational essentials | |
| Building Business Relationships | Building intrinsic motivation | |
| Building Professional Relationships | What motivates and engages today's employees | |
| Creating a Positive and Healthy Work Environment | How to motivate a team across cultures | |
| Entrepreneurship: Bootstrapping Your Business | Communicate to motivate | |
| Entrepreneurship: Raising Startup Capital | Finding your internal motivation | |
| Guy Kawasaki on Entrepreneurship | Motivation | |
| Entrepreneurship Foundations | Getting a commitment | |
| Become an Entrepreneur Inside a Company | Secure a commitment | |
| Creel Price on Social Entrepreneurship | Increasing commitment and engagement | |
| Making a commitment | ||
| Setting commitment as an expectation | ||
| Commitment | ||
| Becoming a better leader: Commitment | ||
| Honor your commitments | ||
| Brainstorming and collecting ideas | ||
| Introduction to Ideas and User Needs | ||
| Separating ideas from viable business opportunities | ||
| Generating great project ideas | ||
| Generate ideas rapidly | ||
| Open innovation for idea generation and selection | ||
| Reviewing the Wild Westios exercise: Understanding idea generation | ||
| On generating vs. executing ideas | ||
| Building key relationships | ||
| Building relationships | ||
| Building Relationships at Work | ||
| The middle circle: Building trust in work relationships | ||
| Begin building productive relationships | ||
| How to build productive relationships with your team | ||
| Using setbacks to build relationships | ||
| Expanding the customer relationship | ||
| Expand client relationships | ||
| Knowledge management | ||
| Knowledge management skills | ||
| How to manage and share knowledge across borders | ||
| Manage Project Knowledge | ||
| The role of design in entrepreneurship | ||
| Balancing entrepreneurship and life | ||
| The future of entrepreneurship | ||
| Embracing the challenge of entrepreneurship | ||
| Phase 3 | Leading Effectively | Leading without authority |
| Leading without Formal Authority | Leading as an introvert | |
| Leading with Purpose | Leading the organization | |
| Leading Yourself | Leading for social responsibility | |
| Leading and Working in Teams | Leading and motivating the team to achieve | |
| Leading with Vision | Leading with questions | |
| Leading with Stories | Leading by example | |
| Leading with Emotional Intelligence | Leading with vision and values | |
| Leading Change | Problem solving: Think systematically | |
| Leading Globally | Learn how to solve problems | |
| Problem Solving Techniques | Stages of problem solving | |
| Learning Brainstorming | Finding a problem to solve | |
| Project Management: Solving Common Project Problems | Problem solving | |
| The Five-Step Creative Process | Creative basics: Problem solving, part one | |
| Creativity Bootcamp | Solving problems with content | |
| Working with Creative Millennials | How to be more creative | |
| Creative Thinking | Myth of creative genius | |
| Leading with Innovation | Why be creative? | |
| Enhancing Team Innovation | How to develop more creative ideas | |
| Managing Team Creativity | Innovation | |
| Jeff Dyer on Innovation | Learn to innovate | |
| Building Your Professional Network | Innovating and realigning | |
| Building Professional Relationships | Collaborative innovation | |
| Developing Your Professional Image | Leadership and innovation | |
| Defining and Achieving Professional Goals | Foster innovation and creativity | |
| Developing Resourcefulness | Cultivate creative thinking and innovation | |
| Managing Resources Across Project Teams | Why professional networking on LinkedIn matters | |
| Entrepreneurship: Finding and Testing Your Business Idea | How professional networking helps your business | |
| Product Management First Steps | Professional networks made easy | |
| Product Management: Building a Product Strategy | Marketing beyond your professional network | |
| Transitioning to Product Management | Building a professional network | |
| Product Management: Building a Product Roadmap | Cultivate your professional network | |
| Product Management and Development Foundations | Resource management | |
| Leading through Relationships | Plan Resource Management | |
| Building Business Relationships | Process and resource management | |
| Smart resource management | ||
| Program resource management | ||
| Create a resource management plan | ||
| A manager's role in leading change | ||
| Having the courage to change | ||
| Critical skills for leading change | ||
| Getting ready to change | ||
| Leading the change | ||
| Socializing an idea | ||
| Brainstorming and collecting ideas | ||
| Introduction to Ideas and User Needs | ||
| Separating ideas from viable business opportunities | ||
| Generating great project ideas | ||
| Generate ideas rapidly | ||
| Open innovation for idea generation and selection | ||
| Knowledge management | ||
| Knowledge management skills | ||
| How to manage and share knowledge across borders | ||
| Manage Project Knowledge | ||
| Product management checklist | ||
| Interview for product management | ||
| Product manager vs. product owner vs. project manager | ||
| Lean product management | ||
| 4 ways to be more effective at product management | ||
| The perfect product management tool | ||
| Building key relationships | ||
| How to build rapport in 30 seconds or less | ||
| Make time to build relationships | ||
| Build your network | ||
| Build meaningful connections | ||
| Expand client relationships | ||
| Develop relationships | ||
| Phase 4/5 | Leading through Relationships | Building key relationships |
| Building Business Relationships | How to build rapport in 30 seconds or less | |
| Body Language for Leaders | Make time to build relationships | |
| Leading without Formal Authority | Building professional relationships | |
| Leadership Foundations | Build your network | |
| Leadership: Practical Skills | Build meaningful connections | |
| Stepping Up to Leadership | Expand client relationships | |
| Executive Leadership | Develop relationships | |
| Motivating and Engaging Employees | How to build productive relationships with your team | |
| Inclusive Leadership | Begin building productive relationships | |
| Entrepreneurship: Finding and Testing Your Business Idea | Create connections with people | |
| Build relationships with your peers | ||
| Building relationships | ||
| Knowledge management | ||
| Knowledge management skills | ||
| How to manage and share knowledge across borders | ||
| Manage Project Knowledge | ||
| Issues management vs. crisis management | ||
| Leadership impact | ||
| Understand your leadership style | ||
| Inspirational leadership | ||
| What is leadership? | ||
| Establishing leadership presence | ||
| Cultivating a supporting culture | ||
| Being supportive | ||
| Support from the top | ||
| Getting executive support | ||
| Introducing the support continuum | ||
| Training and support for change | ||
| Socializing an idea | ||
| Brainstorming and collecting ideas | ||
| Introduction to Ideas and User Needs | ||
| Separating ideas from viable business opportunities | ||
| Generating great project ideas | ||
| Generate ideas rapidly | ||
| Open innovation for idea generation and selection | ||
| Reviewing the Wild Westios exercise: Understanding idea generation | ||
| On generating vs. executing ideas |
Competency: Policy
| Level | Courses | Videos |
| Phase 1 | Business Analysis Foundations: Business Process Modeling | Business process management |
| Simplifying Business Processes | What is a business process? | |
| Business Process Improvement | Importance of business processes | |
| Understanding business processes | ||
| The importance of business processes | ||
| Defining process modeling | ||
| Process improvement | ||
| Improving process efficiency | ||
| Policy development | ||
| Creating policy | ||
| Policing and policy | ||
| Employment and policy | ||
| Education and policy | ||
| Monetary policy | ||
| Phase 2 | Rewarding Employees | Recognizing and rewarding great performance |
| Communicating Employee Rewards | Recognize and reward team performance | |
| Rewarding Employee Performance | The importance of rewarding great performance | |
| Employee Engagement | Recognize normal behavior of team members | |
| Motivating and Engaging Employees | Using rewards and recognition | |
| Organization Communication | Rewards and recognition | |
| Creating policy | ||
| Policing and policy | ||
| Employment and policy | ||
| Education and policy | ||
| Engage employees | ||
| The four employee engagement factors | ||
| Engaging employees with company culture | ||
| Assessing employee engagement | ||
| Organizational design | ||
| Star model and the five milestone process | ||
| Draw organization models | ||
| Organizational inertia and silos | ||
| Design in lateral connections | ||
| Match talent to organization | ||
| Training for greater impact | ||
| Measuring your impact | ||
| Add impact to your ideas | ||
| Align intention and impact | ||
| Leadership impact | ||
| Focus on impact rather than intent | ||
| Phase 3 | Performance Review Foundations | Product development performance |
| Building High-Performance Teams | Coach and develop high performers | |
| Improving Employee Performance | Benefits of a performance management system | |
| The Future of Performance Management | Performance management | |
| Managing Employee Performance Problems | The performance review process | |
| Managing performance | ||
| Creating policy | ||
| Policing and policy | ||
| Employment and policy | ||
| Education and policy | ||
| Phase 4 | Building Business Relationships | Business relationship management |
| Establishing and maintaining business relationships | ||
| Building business relationships online | ||
| The lifecycle of a business development relationship | ||
| Storytelling for relationship-building in business | ||
| Creating policy | ||
| Policing and policy | ||
| Employment and policy | ||
| Education and policy | ||
| Training for greater impact | ||
| Measuring your impact | ||
| Align intention and impact | ||
| Leadership impact | ||
| Focus on impact rather than intent | ||
| Phase 5 | Knowledge management | |
| Knowledge management skills | ||
| How to manage and share knowledge across borders | ||
| Manage Project Knowledge | ||
| Creating policy | ||
| Policies and procedures | ||
| Policies and procedures | ||
| Policing and policy | ||
| Employment and policy |
Competency: Society and culture
| Level | Courses | Videos |
| Phase 1 | Developing Self-Awareness | Top tips for self-awareness success |
| Bill George on Self Awareness, Authenticity, and Leadership | Impression, impact, and self-awareness | |
| Creating a Positive and Healthy Work Environment | Using branding and self-awareness to enhance your culture | |
| Organizational Culture | Being self-aware | |
| Creating a Culture of Change | Seek feedback to boost self-awareness | |
| Measuring Company Culture | Increase self-awareness | |
| Creating a Culture of Learning | Building self-awareness as a manager | |
| Communicating Across Cultures | Strategically self-aware | |
| Creating a Culture of Strategy Execution | Training for greater impact | |
| Holding Yourself Accountable | Measuring your impact | |
| Align intention and impact | ||
| Leadership impact | ||
| Focus on impact rather than intent | ||
| Creating a positive environment | ||
| Defining culture | ||
| Shape culture | ||
| Cultural differences | ||
| What is culture? | ||
| Creating a culture of trust | ||
| Defining roles and responsibilities | ||
| Understanding roles and responsibilities | ||
| Establish roles and responsibilities | ||
| Phase 2 | Organizational Culture | Training for greater impact |
| Creating a Culture of Change | Measuring your impact | |
| Measuring Company Culture | Align intention and impact | |
| Creating a Culture of Learning | Leadership impact | |
| Communicating Across Cultures | Focus on impact rather than intent | |
| Creating a Culture of Strategy Execution | Defining culture | |
| Project Management Foundations: Stakeholders | Shape culture | |
| Program stakeholder identification, planning, and engagement | Cultural differences | |
| Holding Yourself Accountable | What is culture? | |
| How to manage stakeholders | ||
| Stakeholder management | ||
| Managing executive stakeholders | ||
| Identifying and managing stakeholders | ||
| Stakeholder engagement | ||
| Challenge: Stakeholder conflict | ||
| Conducting our stakeholder analysis | ||
| Mapping stakeholders' power and interest | ||
| Designing stakeholder engagement strategies | ||
| Manage Stakeholder Engagement | ||
| Drive stakeholder engagement | ||
| Corporate social responsibility: Strategy | ||
| Corporate social responsibility: Overview | ||
| Leading for social responsibility | ||
| Socially conscious investing | ||
| Phase 3 | Organizational Culture | Bias found in society |
| Creating a Culture of Change | Roles of humor in society | |
| Creating a Culture of Learning | Be a culture leader | |
| Cultivating Cultural Competence and Inclusion | Shape culture | |
| Creating a Culture of Strategy Execution | Components of organizational culture | |
| Communicating about Culturally Sensitive Issues | Company culture | |
| Understand the culture | ||
| What is culture? | ||
| Corporate social responsibility: Strategy | ||
| Corporate social responsibility: Overview | ||
| Leading for social responsibility | ||
| Phase 4/5 | Managing Customer Expectations for Managers | Leading by example |
| Managing Customer Expectations for Frontline Employees | Lead by example | |
| Policy development | ||
| Creating policy | ||
| Policing and policy | ||
| Employment and policy | ||
| Education and policy | ||
| Setting commitment as an expectation | ||
| Understanding customer expectations | ||
| Setting clear expectations | ||
| Setting and understanding expectations | ||
| Customer expectations of service delivery | ||
| Educate customers on what to expect | ||
| Ensuring customer expectations are met | ||
| Setting expectations vs. giving orders | ||
| Set expectations | ||
| Demonstrate respect to teammates | ||
| How to show respect | ||
| How to gain the respect of your colleagues | ||
| Showing respect: Displaying high regard for yourself, others, and the resources you control | ||
| Use responsible language | ||
| Earning respect | ||
| Respecting work time | ||
| Corporate social responsibility: Strategy | ||
| Corporate social responsibility: Overview | ||
| Leading for social responsibility | ||
| Socially conscious investing |
Competency: Global citizenship
| Level | Courses | Videos |
| Phase 1 | Understand the context | |
| Understand the context and trends | ||
| Understanding the purpose of the context diagram | ||
| Understand filter context | ||
| Understanding the pitfalls of context diagrams | ||
| Understand high and low context cultures | ||
| Reviewing the improv exercise: Understanding "Yes, and..." in the context of ideation | ||
| Understanding the three Cs of analytics: Context, contrast, and comparison | ||
| Understanding the importance of objectives | ||
| Understand the social context of work | ||
| Phase 2 | Professional Networking | Impression, impact, and self-awareness |
| Building Your Professional Network | Training for greater impact | |
| Building Professional Relationships | Measuring your impact | |
| Employee Engagement | Align intention and impact | |
| Motivating and Engaging Employees | Leadership impact | |
| Organizational Culture | Focus on impact rather than intent | |
| Creating a Culture of Change | Why professional networking on LinkedIn matters | |
| Measuring Company Culture | How professional networking helps your business | |
| Creating a Culture of Learning | Professional networks made easy | |
| Communicating Across Cultures | Marketing beyond your professional network | |
| Creating a Culture of Strategy Execution | Building a professional network | |
| Cultivate your professional network | ||
| Defining employee engagement | ||
| Engage employees | ||
| The four employee engagement factors | ||
| Engaging employees with company culture | ||
| Assessing employee engagement | ||
| Defining culture | ||
| Shape culture | ||
| Cultural differences | ||
| What is culture? | ||
| Creating a culture of trust | ||
| Phase 3 | Managing Customer Expectations for Managers | Leading by example |
| Managing Customer Expectations for Frontline Employees | Lead by example | |
| Train the Trainer | How to manage expectations | |
| How to Design and Deliver Training Programs | Managing expectations | |
| Foundations of Corporate Training | Manage expectations | |
| Training Tips Weekly | Setting commitment as an expectation | |
| Understanding customer expectations | ||
| Setting clear expectations | ||
| Setting and understanding expectations | ||
| Customer expectations of service delivery | ||
| Educate customers on what to expect | ||
| Ensuring customer expectations are met | ||
| Training for greater impact | ||
| Measuring your impact | ||
| Add impact to your ideas | ||
| Align intention and impact | ||
| Leadership impact | ||
| Discipline an employee | ||
| Employee discipline | ||
| Document discipline | ||
| The four disciplines | ||
| A culture of self-discipline | ||
| UX and other disciplines | ||
| Choose praise over discipline | ||
| Prepare employees for training | ||
| Elements of effective training | ||
| Aligning training with learning styles | ||
| Design a training program | ||
| Analyze training needs | ||
| Phase 4/5 | Leading Effectively | Training for greater impact |
| Leading without Formal Authority | Measuring your impact | |
| Leading with Purpose | Align intention and impact | |
| Leading Yourself | Leadership impact | |
| Leading and Working in Teams | Focus on impact rather than intent | |
| Leading with Vision | Efficiency, effectiveness, and impact | |
| Leading with Stories | Leading without authority | |
| Leading with Emotional Intelligence | Leading as an introvert | |
| Leading Change | Leading by example | |
| Leading Globally | A manager's role in leading change | |
| Influencing Others | Leading the organization | |
| Leading for social responsibility | ||
| Leading and motivating the team to achieve | ||
| Leading with questions | ||
| Influence and lead others | ||
| Measuring influencer marketing | ||
| Building influence | ||
| Using influence | ||
| Influence without authority | ||
| How to use influence to get what you need | ||
| Accelerate your influence | ||
| Understanding how influence works |